John Timpson: just how much is too much work?

Straight-talking, common sense from the front line of management.

Q I see police officers are being asked to declare any second jobs they've taken. I once had a problem with a "moonlighting" staff member who had taken on a second job as a security guard – when I confronted him, he said it was OK because he could sleep while doing it. My conclusion was that he wasn't providing much security, and I was still getting a tired employee, so I sacked him. Have you ever had a similar problem? If so how did you approach it?

A I wouldn't stand in the way of someone who is so keen to earn money they are willing to work in the evening or on their day off, but, as we often offer opportunities for overtime, I prefer to see them put in extra time for Timpson rather than someone else.

Our contract of employment doesn't bar colleagues from working elsewhere, but they must request permission to do so. On the rare occasions that we get a request we ask for details of their secondary employer and point out the need to balance work with home life and leisure (they will be required to opt out of the Working Time Directive's 48 hour week)

We don't want colleagues to do extra work behind our back and certainly don't want them working for a competitor. Ten years ago, I heard of a rival multiple shoe repairer who encountered moonlighting on an outrageous scale – one of their branches was run by two employees who secretly owned a shop of their own nearby. There was always one in each shop, and not only did they get full pay, our competitor also unwittingly supplied enough stock to cater for both shops.

We don't like full-time colleagues doing extra work on the sly, especially if their night shift affects the day job but I am happy to be flexible – if the extra job fits in with the colleague's lifestyle and we still get 100pc, all is well, but we won't put up with tired employees who put in a second-rate performance.

Q Have you ever employed any Armed Forces reservists? I'm considering hiring someone who's in the Royal Marine Reserves – he looks the strongest candidate for the role but I'm concerned about the amount of time he'll spend out of the office. What should I consider when making my decision?

A By being too cautious you may be missing out on a future star.

Although there is a danger that your new recruit will flit off at a moment's notice, things could go even more pear-shaped with "safer" candidates. Every new starter comes with an element of risk.

True, you would be obliged to release your new man, if and whenever the call comes for active service, and you must still have the job available at the end of his tour of duty.

In theory, reservists can be called up for several months at a time and the Government intends to increase its reliance on reserve forces but, with the UK scaling back overseas commitments, it is unlikely that we will see many such troops called up for long periods. In the worst- case scenarios, employers can appeal to the MoD against the call-up of key employees, where absence would cause considerable hardship for the company. In addition, employers can claim compensation for the extra costs they incur when a colleague is called up. (Look at www.sabre.mod.uk to see how it works)

Even if you lose him for part of the year, your new recruit could well prove to be a shrewd investment. If you have picked the right person, you will reap the benefits when he packs up his military ambitions and makes you the sole centre of his attention.